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Annoying people are your path to success
When personality tests were rolled out at Bridgewater, people were labeled with types and started to understand how they would work together instead of getting annoyed at each other. That was a big deal. The test also reports where a person is weak, not only what type they are.
One business partnership shows it. One partner is weak on the social, connecting side. The other is an amazing connector and supporter who counts connecting as the win, and the two have built big success together even though they are as different as two people could be.
Success comes from failure and learning from it, and from working together. Add meaningful work, meaningful relationships, radical transparency, and knowing your nature, and that is a formula for success.
Why do differing minds annoy us?
Psychologist Donn Byrne's work in the 1970s on the similarity-attraction effect found that people are drawn to others who share their attitudes and put off by those who do not. Disagreement can feel like a challenge to our own view. That reaction is a common reason people avoid colleagues who think differently.
What makes a group smarter?
A 2010 study in Science by Anita Woolley and colleagues measured how groups performed across a range of tasks. They found that a group's collective intelligence was not strongly tied to the average or maximum intelligence of its members. It correlated more with social sensitivity, equal turn-taking in conversation, and the proportion of women in the group.
How does a partnership of opposites work?
Teams often function best when members' strengths cover each other's gaps. Research on founding teams, including studies of startups, has found that complementary skills among cofounders are common in successful ventures. A partner who is strong at connecting people and one who is strong at analysis can each handle work the other finds draining.
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